Global account management strategies: Drivers and outcomes
Linda Hui Shi,
J Chris White,
Shaoming Zou and
S Tamer Cavusgil
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Linda Hui Shi: University of Victoria, Victoria, Canada
J Chris White: Texas Christian University, Fort Worth, USA
Shaoming Zou: University of Missouri, Columbia, USA
S Tamer Cavusgil: Georgia State University, Atlanta, USA
Journal of International Business Studies, 2010, vol. 41, issue 4, 620-638
Global account management (GAM) has become a vital part of many multinational enterprises’ global marketing. Yet little is known about successful GAM strategies. In this study, we conceptualize GAM strategies, and develop and empirically test an integrated theoretical model that links GAM strategies to their drivers and outcomes. We find that: (1) global strategic priority and globalization are significant drivers of four GAM strategies – inter-country coordination, inter-organizational coordination, marketing activities standardization, and global integration; (2) inter-country and inter-organizational coordination have significant main effects on GAM performance, while global customer demand positively moderates the effects of marketing activities standardization and global integration on GAM performance; and (3) GAM performance significantly influences relationship continuity. We discuss the theoretical and managerial implications, and provide suggestions for future research.
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